the common circuitry in the minds of its people. It gives a sense of family for its employees.
It is not just part of facilities, but a stage where things happen.
The ethos of the O-Zone incorporates the vision of the Mandarin Oriental Bangkok: to
illustrate the heritage and culture of Thai hospitality values. Leadership values at the hotel
are nurtured and supported in the O-Zone through innovation and setting new service
standards for employees. One goal of the O-Zone is to provide meaningful innovation in
terms of concepts. One of these concepts assimilates a new interpretation of the
employer/employee relationship, as identified by Jan Goessing: to be the employer of
choice thanks to an increased well-being of employees. This is also manifested in the hotel’s
ability to offer increased work-life balance for its people, such as attractive working
conditions which allow for non-work related satisfaction. If the hotel can discover what
makes its people tick, they can bring out the best in themselves. This strategy aims to retain
dedicated people. Another part of this strategy is to continue to set new industry
benchmarks and to remain one of the Asia’s top employers.
Responses from employees at the Mandarin Oriental Bangkok from the September 2011
survey revealed that the O-Zone had altered their perceptions of employee facilities
(Figures 2 and 3).
Results argue that employees strongly felt that the O-Zone had a positive effect on the
perception of employee facilities at the Mandarin Oriental Bangkok. These results were
supported by clearly positive qualitative feedback, retrieved anonymously during the same
survey at the hotel. Replies from employees underscored the Mandarin Oriental Bangkok’s
commitment to their well-being at work, as revealed below:
I am happy with all of the activities in the O-Zone. I feel that it makes everyone participate in the
hotel and makes us love this organisation (Employee from the Mandarin Oriental Bangkok).